MASTER OF BUSINESS ADMINISTRATION

GSGM7324: ORGANISATIONAL DEVELOPMENT AND CHANGE MANAGEMENT

APRIL 2021

ASSIGNMENT: ARTICLE REVIEW

Group Name: New World

Group Members:

No. Name Matric Number

1. Ezalia Binti Balia MC200912002
2. Mohammad Shahizam Bin Ahmad Ismail MC200912231
3. Kavitha A/P Rajagopal MC200911785
4. Kasirajan A/L Rajagopal MC200911800

SECTION: MC-O23
LECTURER: DR. SHAJARINA HJ. JALALUDDIN
DATE OF SUBMISSION: 18 JULY 2021

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 Table of Content

1.0 Brief Profile of Organization..................................................................................................1

2.0 ODC Issue/Area.......................................................................................................................2

3.0 Diagnostic Process...................................................................................................................3

4.0 Overcoming Resistance to Change.........................................................................................5

4.1. Education and communication stage.....................................................................................7

4.2. Participation and involvement..............................................................................................7

4.3. Facilitation and support.........................................................................................................7

4.4. Negotiation and motivation...................................................................................................8

4.5. Manipulation and co-option..................................................................................................8

4.6. Explicit and implicit coercion...............................................................................................8

4.7. General rate employee turnover............................................................................................8

4.8. Survey...................................................................................................................................9

4.9. Theory...................................................................................................................................9

5.0 OD Intervention Strategies...................................................................................................12

6.0 Organization Transformation and Strategic Change........................................................13

6.1. The roles of incentives, training, and education in promoting innovation.........................14

6.2. The role of leadership in creating, managing, and sustaining innovation...........................14

6.3. The ethical implications of an individual reward system...................................................15

6.4. The innovative organization................................................................................................15

7.0 Recommendations..................................................................................................................16

8.0 Challenges and Future Direction.........................................................................................17

9.0 Lesson Learned......................................................................................................................18

10.0 References:...........................................................................................................................20

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1.0 Brief Profile of Organization

Sunway Group is a multinational based in Malaysia. On August 23, 2011, Sunway City Berhad
(SunCity) and Sunway Holdings Holdings Berhad merged to establish Sunway Holdings Berhad.
Sunway Holdings Incorporation Berhad was founded in 1986 with the primary purpose of
developing the Bandar Sunway estate in Petaling Jaya.

Figure: Logo of Sunway group

On February 16, 1984, it was launched on Bursa Malaysia Securities Berhad. Sunway City
Berhad, on the other hand, has been founded in 1982 and is principally involved in the
development and acquisition of residential, industrial, retail, recreational, and healthcare assets
across Asia and Australia. After the Sunway City township's success, the Group expanded into
commercial property, leisure and recreation, tourism, and healthcare. Sunway's two major
industries and key drivers to profitability are still commercial property and manufacturing
(Sunway.com). Sunway Education Group is the main firm of Sunway Group (Woo et al, 2020).

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2.0 ODC Issue/Area

Organizational transformation can have a beneficial or bad impact on the organization.

Employees, in addition to management, are impacted by the changes. It has been seen that
Sunway Group organization is facing an issue related to restructuring of employees without been
communicated and change in management in terms of leadership. Lack of communication is one
of the most problematic issue which has been seen and identified by the organization. Effective
communication in organization is all about building relationship, minimizing mistakes and the
utmost important is working towards better productivity and future growth for both individual
and organization.

Taking about Sunway Group’s restructuring employees made employees unhappy and further
lead to low productivity, lack of communication, low participation, turnover increases and
demotivated. Employees look on their bosses for guidance, criticism, and hoping to get positive
feedback. When these elements are missing or badly implemented, the gap between workers and
management widens (Fu et al, 2017). Furthermore, restructuring employees to different division
with new supervision and the other scenario is change in management leaders, they could be new
or transferred from different zone, has leads further communication gap between worker and
management.

A company's capacity to optimize performance is limited by poor communications.

Communication issues can lead to a distrustful culture, low staff engagement, uncertainty, and
unproductive customer interactions, to name a few. To get all divisions, leaders, and the front
employees on the same space, top-down communication is required (Fu et al, 2017). The role of
divisions and individual personnel is unknown in the absence of guidance. Inefficiency and a
lack of production are inevitable when staff are unclear on job function or job prioritize on daily
basic. Even confusion has occurred in some circumstances because of conflicting signals. The
communication message gap between top-level executives and to employees always take place,
hence the messages often reached late and not in particular time. Another possibility involves
upper management and front-line supervisors presenting opposing viewpoints on specific worker

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goals and job directions. When many personnel conduct disorganized and misguided tasks, chaos
occurs.

Therefore, Sunway organization emphasis in the following:

i. Structure of the organizational
ii. Maintaining infrastructure improvements
iii. System for measuring and managing performance
iv. Technique and training for employee’s development

3.0 Diagnostic Process

Organizational diagnosis is a behavioral science-based strategy for openly accessing a

hierarchical structure, acquiring correct information on social interactions with that system, and
returning that data to the system to increase participants' rate knowledge of the process. A
diagnostic' purpose for the Sunway group is to identify Sunway problems and determine their
causes so that leadership may design solutions. An organizational diagnosis process is a powerful
conscious experience exercise in and of itself, but the action it drives is where its true
significance lays (Woo et al, 2020).
To understand the issues in clear picture, diagnostic process needs to take place. By involvement
of Sunway Human Resources (HR) department by interview few selected employees and leaders
to collect data about the communication gap. By doing so Sunway HR can identify process by
which an organization transforms its structure, strategy, operational procedures, technology, or
organizational culture in order to achieve change inside the organization, as well as the
consequences of these changes. Therefore, here the HR randomly question the employees about
their feeling and outputs, produce evaluation procedure to be evaluate the leaders and the
organization as well. Lastly, HR make each employee to evaluate themselves to identify where
do the employees stand. After gathered all the relevant data and information, HR can make a
solid diagnostics result.

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 Figure 3.1 Process Of Diagnostic

Source: Self developed

The following is the procedure of the method and its further shows in the diagram 3.1
i. Analyze the organization's style: The first step is to measure the organization's style,
including its structure, culture, organizational functions, coordination, and control.
ii. Measure a goal for expansion: Know the breadth of the expected communication
improvement and how it will affect the execution. It is used to assess the disparity
between expected and actual performance.
iii. Identify the following diagnostic items: From three perspectives, the diagnosis object and
scope are identified: 1) Communication, 2) Restructuring employees, and 3) Change in
leaders. The diagnostics structure identifies and expands diagnosis items.
iv. Make a diagnosis: After validating the diagnosis items, make a diagnosis. Interviews and
on-site observations are used to gather diagnosis data.
v. Propose a corrective action: The theoretical feasibility of the proposed corrective action is
determined, and actual issues are reviewed with the company's communication gap
between employees and management. This activity suggests taking corrective action.

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 vi. Document the effectiveness of corrective action: Corrective action is documented.
Furthermore, the reorganization results and projected results are compared for future
practice.
vii. Continuously improve for perfection: By documenting the management progression, this
activity reviews the organization on a regular basis and takes corrective action whenever
its needed.

4.0 Overcoming Resistance to Change

To spur growth for organization new ways of management are usually introduced. Sunway may
effect change in terms of introducing new methods, new ways of working, new technology, new
leadership style, new management structure and overall different approach concept. However, it
is not always smooth sailing when one is faced with the task of implementing change (Pearce. A.
D et al, 2017). People are resistant to change; they are affected by the theory of inertia. With the
current changes in technology, competition, change of customer preferences, innovations and
inventions, change becomes inevitable. However, it is affected by the organizational culture,
internal and external factors of the organization. These factors include the communication
efficiencies in the organization, leadership styles, and influence by others who have left the
organization, fear, and personal attributes like perception. The management should be actively
involved in the change process since support is required from all corners (Pearce. A. D et al,
2017). Achieving organizational change can be a daunting task for the manager. It is against this
awakening that it is important for the manager to effectively reduce resistance to change. This is
so because change in organizations is inevitable, in the ever-evolving global stage.

A change is likely to revolutionise the status quo in an organisation; human beings prefer to stay
in their existing situation rather than adjust to new lifestyles that they are unfamiliar with.
Human beings are resistant to change because of this belief and nature. Any change in an
organization's process or activity necessitates thorough planning and it is known as inevitable
(Miller, 2018). Although changing people is not easy, future success of businesses is in how well
they are going to anticipate and adjust to change. Change is a gradual process that must be well
planned. Since support is needed from all sides, management should be actively involved in the
transformation process. Though resistance to change is always expected whenever a new way of

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doing things is planned, it is important to reduce resistance to change. Proactively involving the
people who will be affected by the change will ensure that the whole process is fully understood,
and no unwarranted fear can sabotage the change being affected (Miller, 2018).

When change is being implemented in an organization, it creates uncertainty in the minds of the
employees. They are not aware of what will happen to their jobs, status ranks, and even salaries.
They believe that the desired change will have a detrimental impact on their lives, therefore they
resist it; this is known as fear of the unknown, and it can affect one person or an entire
department. Fear has the effect of rejecting the desired change while also slowing down regular
processes (Thakhathi, 2018). The fear is seen like a wave of demonization prevailing in the
organization. Change is taken for different reasons; each reason has some objectives that it aims
at meeting.

One major way through which resistance to change occurs is through educating those who will
be affected by the change. Sometimes people may resist because they do not fully understand the
change and how it will affect them. Involving the people as early as possible in the change is
crucial in reducing resistance (Miller, 2018). This is because they will feel part of the change
process and so, they will not view the change as alien. Effectively communicating can greatly
reduce the resistance to change. For example, where fears are expressed, it is important for the
change managers to communicate every aspect that may cause worry.

The universal objectives are improving current working conditions and strategies, adopt a
different way of doing things, make new combinations of resources in an organization and
adopting new technology. In the above objectives, there must be a restructuring of the way things
are generally done and thus employees wonder their fate after the change. The existence of
opinion leaders will increase the fears or will reduce them depending on the position the opinion
leaders are taking. Fear is made even worse by the facts that when some changes occur in an
organization, they lead even to loss of jobs, which is the greatest fear to an employee (Thakhathi,
2018). Leaders at various levels should be the first to see the need for the desired change. If the
change came from the highest levels of management, it should be reported to the leaders first. If

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it comes from a stage in the middle, the communication must first improve. If any learning is
required, it will be completed at this time.
4.1. Education and communication stage

Education and communicating of an intended change start form the point of change (i.e. the
person who suggested a change) then it spreads to other people in the Sunway. Communication
is to all the leaders, line managers, and finally staffs. There is no fixed way of communicating
change however whichever the way it should aim at giving a full understanding of the required
change. This is where the agents of change realize that there is some process that has to be made.
After this there is the looking for the probable solution to the problem that must be aligned with
the mission and vision of the Sunway. The staffs that will be affected as well as the entire team
should be given the detailed analysis of what the Sunway want to do (Miller, 2018).

During a change process, according to Kotter. J. P et al (2008) the necessity of communication

needs to stress. One of the most popular strategies to overcome resistance to change, is to inform
people about it ahead of time. Employees must be informed on when the change will occur, how
it will be implemented, what is expected of them, how the change will affect their jobs, and how
the company will maintain and motivate them to be more committed to the change. Furthermore,
say that employees require assurance in their work environment.
4.2. Participation and involvement

After everybody from the management to the low ranked people in a Sunway have understood
the need for change (and how the change is going to affect their work) then the next stage is to
have a hand on practical of the new way of doing things. There is always no guarantee that the
new system is going to be more effective than the old system, thus there is need for the system to
be run as a pilot study alongside the old system (Thakhathi, 2018). In this stage the manager
should gather all relevant data and facts, this time from the employees. This is like the first
evaluation and feed back to bring out areas that require an improvement.
4.3. Facilitation and support

At this stage, at least all employees who were to be affected by the intended change have had a
hand on experience on the new system of working. Though the change has been implemented,

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learning of how it operates is still ongoing. They are facilitated to consult those people who
matter (Thakhathi, 2018).
4.4. Negotiation and motivation

People adjust differently and at this stage the focus is on people who are resisting change. Even
after the operation and use of the system, chances are that there are people who have not been
fully oriented into the new system. There may be various reasons for the same with the most
common reason being attitude. The leaders should use a micro approach. This is where they
conduct meetings with the people who are resistant and try to negotiate on it that they are having
a problem with. If this stage is overlooked, these people may influence others to revert to the old
system or refuse the new system all together.
4.5. Manipulation and co-option

At this stage, the organization is clear of hard cores to change; they may however be key
employees in the Sunway with a vast knowledge and experience. They may be such a big asset
that the Sunway has to devise means to accommodate them in the Sunway. They for example are
given a key role in the change system where they will be evaluating the change outcomes; with
time they will be changed and espouse the change (Doroshuk, 2019).
4.6. Explicit and implicit coercion

This is the last stage in the change system. Depending with the way the Sunway has adopted to
the change, the stage varies. Those people who are resisting change are ignored and forced to
adopt the change. To the extremes, there may be people who cannot adopt the intended change,
they should be demoted, fired or dismissed from the Sunway (Doroshuk, 2019).
4.7. General rate employee turnover

In a firm with high staff turnover, the organizational culture created by the high turnover acts
negatively to change. Employees to the Sunway have a perception that others moved from the
organization when they realized that change was about to come. This will motivate the remaining
employees to leave the organization (Doroshuk, 2019). Employees who do not have a future with
an organization are hesitant to change as they believe that if the change comes for the good of the
organization they will not benefit. The other situations that can be created by high staff turnover

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are employees who are not willing to move for one reason or another like old age. What the
employees do is to refuse any change that the system can create as they want to protect their
status quo.

4.8. Survey

When a change is implemented, management must support it in order for it to succeed. Before
and after implementing a change, management should conduct a survey to determine the current
procedures for conveying the change. Every organisation is unique, and the essential
methodology is no exception. A survey of the current organizational culture, determining the key
players who can directly influence change (negatively or positively) should be undertaken. When
these people are identified they are targeted; accordingly, the opinion leader’s supporters can be
given a major role in change implementation where those likely to oppose and have influence are
persuaded first (Thakhathi, 2018).

4.9. Theory

Therefore, with all the above analysis, to avoid resistance among its employees, Sunway must
carefully manage organizational change. Lewin's Three-Step Model is a well-known change
model. According to Kurt Lewin (1951), a successful organizational change should include three
steps: unfreezing the status quo, moving to a desired end state, and then refreezing the new
change to make it permanent (Robbins. S. P et al, 2015). Furthermore, Kotter’s strategy can be
suggested that Sunway should use to implement change effectively and reduce resistance to
change. They described the process to be eight staged strategies that is gradual and a move to the
next is made when the former has been accepted and understood.

4.9.1 Lewin´s 3 step model of change

Kurt Lewin (1951), invented a three-step change model which is unfreezing, changing, and
refreezing. The process of change, according to Lewin, comprises first generating the notion that

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a change is required, then progressing toward the new, desired level of conduct, and lastly
consolidating that new behavior as the norm.

Figure 4.2 : Lewin’s Three Step Change Model

4.9.1.1 Communicating - Unfreezing stage

The main goal of communication at this point is to prepare the personnel and the organisation for
the transition. Change will increase resistance at the same pace. To put it another way, the
greater the opposition, the greater the transformation. However, if the communication plan is
intended to account for the early, this resistance could be reduced. The need for this change
should be transparent to mainly the effected people, in the case of Sunway the employees who
been reallocate in a short notice and no proper communication. Also, to other employees as well.

4.9.1.2 Communicating - Move stage

There is a lot of organisational activity during the change implementation process. Because most
employees are not actively involved in the change process and are unaware of what is going on,
there is a high level of uncertainty at this stage. As a result, communication is critical at this
stage, with the goals of: providing detailed and accurate information about what is happening to
staff who are not directly involved in the change process; and providing information about their
roles in the change process to staff who are directly involved in the change process. In addition,
present them with the required information about how the change will affect them, including
their new duties and responsibilities; and, finally, cleanse the area of any misinformation that
may be circulating inside the business.

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4.9.1.3 Communicating - Freezing stage

The main objectives during this stage are to construct structures and processes that hold up the
new ways. In addition, communication should be focused on responding to employees’ questions
concerning effectiveness, rewards, relationship roles and control. In this stage, the responsibility
of communicating with employees is down the hierarchy to supervisory management.

Conclusion, one of the most important benefits of a force field analysis is that it provides a visual
summary of all the numerous elements supporting and opposing a certain notion, with all the
data gathered about a prospective decision unified into a single graph. Even so, Lewin's model is
logical, goal-oriented, and plan-oriented, but its lack of consideration for human feelings and
experiences can have harmful implications when adopted. There may be times when employees
are so enthralled by the new development that they overlook other employees' feelings, attitudes,
previous input, or experience. As a result, they are met with either opposition or a lack of
excitement. Therefore, Sunway would consider Kotter’s eight strategy for detail understanding.

4.9.2 Kotter´s 8 step model of change

This model considered easy step model with clear guidance where this model focus on preparing
and accept the proposed changes. Following is the Kotter’s eight strategy (Kotter. J. P et al,
1979) that Sunway could emphasis on:
1. Develop sense of urgency – Understanding dissatisfaction of restricting employing
without proper communication
2. Build powerful coalition -Change efforts are made through Human Resources
Department to identify the communication gap
3. Emphasis Strategic Vision- Build confident within the employees.
4. Make the vision clear - Improvement and enhancement the output of that result.
5. Make things moving – Empowering the employees
6. Create Awareness – Provide motivation, negotiation, support and training
7. Build on the transformation – New job enhancement and knowledge innovation
8. Execute Changes – Carrier progression and remuneration benefits.

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The consequences, preceding to the organizational employees restructuring, all employees which
are the main umbrella of Sunway organization were under the same management. Even though
been transferred to other department, employees remain in the organization.

5.0 OD Intervention Strategies

Organization development relies on open systems methods and schemes so as to get a better idea
of organization’s goals. Therefore, a shift occurred to one department of Sunway cannot be
supported without introducing shifts to other departments. In Sunway, Interpersonal
interventions are widely used for Sunway all development in order to enhance individual
proficiency. According to Schmit C. T et al (2018), such strategies are applied in various work
environments, since they increase the awareness of personal feelings and attitudes as well as
motivate people to score high at work. Therefore, the interventions are directed upon a human
constituent of work processes. Interpersonal interventions are usually sustained in different ways
(Schmit C. T et al 2018). Thus, they may embrace either a form of structured meetings or
personal reviews. The group interpersonal interventions are designed as mass discussions of
certain subject matters that are aimed at the exertion and analysis of personal opinions. Personal
reviews, in contrast, view the performances of certain workers and evaluate their efficiency
through the evaluation of portfolios (Schmit C. T et al 2018).

The interventions that target changes or development of individual attitudes usually require the
assistance of a counsellor. This person takes up a role of a mentor who guides a person through
their experience. Thus, a counsellor is responsible for the elucidation of personal duties at work.
Such people should be proficient in presenting the acting models of proficiency to the clients as
well as help people to benefit from such models. It is crucial for the administrators to ensure that
workers lead their activities in the same environments as their counsellors do so that to be able to
learn from them and consult with them on a daily basis (Szabla. D. B et al, 2017). Interpersonal
interventions become the crucial measures when there arise some misunderstandings between the
colleagues at work as well as under the conditions of constant stresses and pressures.
Consequently, the strategies can be regarded as the ways in which the management handles
personal conflicts and helps people to deal with their emotions.

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6.0 Organization Transformation and Strategic Change

Organizational transformation depends on creating and sustaining innovation in the firm to

guarantee the effective competition within the market. From this point, innovation can be
discussed as implementation of new efficient methods and approaches to Sunway, management,
production, and operation (Hodges. J, 2017). It is possible to discuss the organization as
innovative when changes and innovation are associated with both the process of production and
Sunway of the work. The process of developing the innovative organization depends on such
aspects as involvement of employees in creating innovation because it is important to motivate
employees with the focus on developed incentives systems, training, and education. The next
critical moment is the leadership because transformational leaders play the key roles in changing
the Sunway. In addition, it is also necessary to focus on using the effective individual reward
systems as the methods to encourage innovation at all the stages of the business development
(Hodges. J, 2017).

The modern business environment is rather competitive, and to succeed within the market, it is
necessary to focus on changing the traditional approaches to leading the organization. The
progress of new technologies and approaches makes entrepreneurial leaders pay more attention
to the idea of promoting the innovation in an organization. Thus, organizational transformation is
often the result of focusing on innovation in the firm to recognize new opportunities for the
business’s development and implement them in the Sunway (Hodges. J, 2017). In spite of the
fact that innovation in a firm is often implemented as a result of a series of organizational
changes and transformations, the process of promoting the innovation is rather challenging, and
much attention should be paid to the focus on incentives for employees as well as on training and
education; on the leadership; and on the development of the individual reward system in order to
build the innovative Sunway (Lau et al, 2019).

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6.1. The roles of incentives, training, and education in promoting innovation

Promoting innovation in an organization, the leader also focuses on using the innovative
approaches associated with the implementation process. At this stage, much attention should be
paid to stimulating the activities of employees in order to guarantee their adoption of the
innovation and associated changes (Lau et al, 2019). Thus, the roles of incentives, training, and
education are extremely important at the first stages of creating innovation. The organizational
transformation associated with developing the innovative firm is a challenging process which is
often perceived negatively by employees because of the necessity to change the aspects of their
activities and improve performance. The implementation of the incentive system can work to
avoid this problem because of stimulating the employees’ motivation while paying for
proposing, developing, and implementing innovative ideas. The next step is training and
education. Many companies fail to become innovative ones because their employees are not
ready to promote significant organizational changes (Lau et al, 2019). Thus, the role of
appropriate education and training in the process of promoting innovation is critical.

6.2. The role of leadership in creating, managing, and sustaining innovation

Leadership is the next important condition to affect innovation in an organization. In order to

create, manage, and sustain innovation, it is important to understand that the focus on strategic
thinkers is significant because the implementation of innovative approaches is connected with
changes in the firm’s business, culture, relationships, and operations. To control this challenging
process, it is necessary to focus on the principles of transformational leadership. To sustain
innovation, companies focus on transformational leaders who are able to motivate and inspire the
team in order to change the traditional approaches to production, operation, and Sunway because
of the obvious benefits (Jones. J et al, 2019). The role of transformational leaders is significant in
creating innovation in an organization because these leaders can develop the effective strategies
for implementation and adaptation to accentuate the benefits associated with innovation.

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6.3. The ethical implications of an individual reward system

To support transformations in the Sunway and create innovation, it is reasonable to refer not only
to the system of incentives but also to developing the individual reward system. However, there
are certain ethical implications associated with the implementation of the individual reward
system. To achieve high results during the adoption of innovation, it is necessary to concentrate
on the fact that many individuals are inclined to discuss the principles of the individual reward
system as unfair (Palonen. T et al, 2019). From this point, sustaining innovation and motivating
the employees, the leader should focus on reducing stress factors in the workplace associated
with the reward system. Furthermore, the rewards should be promoted depending on the
employees’ effort and ability instead of their status and position in the company. Thus, if an
individual reward system meets the employees’ needs, the progress of the business dependent on
innovation becomes the reality because of the efforts of highly motivated workers (Palonen. T et
al, 2019). The individual reward system should work to motivate employees instead of
developing the conflict in the team because of following the unfair principles and unreasonable
decisions.

6.4. The innovative organization

Modern companies can be mostly discussed as innovative because the implementation of

innovation is associated not only with the organizational structure but also with the spheres of
operations and production. Small companies are inclined to follow the examples of such large
innovative companies as the IBM, Google, and Apple while focusing on developing effective
strategies and implementing the radical changes (Palonen. T et al, 2019).

Innovative organizations are characterized by such features as the implementation of new

technologies and strategies, the recruitment of the creative and strategic thinkers, the use of the
contemporary management strategies, provision of financial rewards to employees for proposing
new innovative ideas, provision of the additional training for employees, the focus on the
beneficial collaboration, the concentration on creativity and flexibility, mobilization of new
effective resources, and management of changes (Maes. G et al, 2019). The company can be

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discussed as innovative because it concentrates on innovation developing in two directions of the
product and process innovation. In order to achieve the success within the competitive
environment, it is possible to focus on innovation as the effective approach to develop the
business potential.

7.0 Recommendations

In the world of business and management it is important to understand how to increase the
efficiency of an organization. An efficient workforce for instance means a highly profitable
business venture. It can also mean an effective organisation able to accomplish its goals (Maes.
G et al, 2019). A company composed of productive workers can manufacture products and
provide service at lower costs as compared to an organisation with disgruntled workers. It is
therefore the goal of every business leader or entrepreneur to maintain this high-level of
productivity. It is therefore crucial to consider the fact that a satisfied worker is an efficient
worker. The officials of the Sunway must acknowledge that they failed to deal with significant
aspects of business operation. They failed to consider the human element in the creation of an
innovative strategy. The proposed alternative business process can easily result in a burnout
because of three major reasons: that are job demands, job control and social support.

It was discovered by many managers that if there is high demand, low control and low social
support then there is a higher tendency for employees to be dissatisfied with their work. In this
particular case of Sunway where workers were forced to do something that they feel they have
not mastered. Others also felt that they were asked to do something that they are uncomfortable
with (Maes. G et al, 2019). The managers quickly interpreted it as insubordination but viewed
from another perspective there are valid reasons why many workers did not vote for the
implementation of the new work programme. Consider for instance the issue regarding job
satisfaction. The members of the domestic staff were already working on the same assignment
for many years (Maes. G et al, 2019).

They have mastered the type of work that was assigned to them. But more importantly they
developed a certain kind of pride to their contribution to the company. With the new work
programme, they can no longer say that they are the best cleaners in the organisation because

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everyone is now expected to clean. It is therefore important to provide open communication
channels so that the Sunway administrator would be able to determine the thoughts and other
inputs that the employees would like to communicate to the management team. It is also
important to establish a correct corporate culture within the said Sunway. The managerial quality
base must be strong. A strong leader is needed not just only efficient managers. There is a big
difference of having a great leader and a great manager. A good leader will be able to bring the
organisation to a higher level of improvement (Maes. G et al, 2019). At the same time a good
leader can see what has to be adjusted and can persuade the people to follow his vision of a new
business operation or strategic approach. A good manager on the other hand can effectively and
faithfully execute the strategies laid down by the managerial quality. Thus, it is important to
strike a perfect balance between effective management and effective managerial (By. R. T,
2020).

8.0 Challenges and Future Direction

The focus on innovation is the characteristic feature of the modern business environment. As a
result, many organizations start to follow the path of the significant transformations to create and
sustain innovation in spite of many associated risks and barriers. This process is often
challenging, and much attention should be paid to the methods which are used to implement
innovative approaches in the company. That is the reason, organizational transformation and
promotion of innovation should depend on developing the system of incentives and individual
rewards. Transformational leadership is also the important factor to promote innovation and lead
the company to the success. Implementation of sustainability plans should thereafter commence
gradually with the aid of the staff helping the management and leadership. Significant sacrifices
might be required in order to the implementation of the initiative to become successful. An
organization should be content to make the necessary sacrifices unless sustainability does not
rank very high in their list of priorities (Leonov, 2017).

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9.0 Lesson Learned

Talking about the lesson that we learned from this assignment, we have understood the concept
of organizational development and change management. This paper studies the need for change
in organizations. It studies the types of change and the major elements of change, resistance to
change, and the assessment of change. Socio-cultural changes are evident in the daily lives of
people in terms of their methods of working, needs and objectives. They affect the behaviour of
the workers in organizations and are because of different educational backgrounds, urbanization,
self-governance and globalization. Adjustments are therefore necessary to tone with people.
Legal and political factors majorly describe the activities that can be undertaken by an
organization and techniques that will be pursued by it in reaching those interests.

Any changes in these factors may influence the running of the organization. The personnel will
change their outlook on operations even though there are no changes thereby forcing the
organization to change. The nature of the personnel changes with time. Employees who are
above 50 years are loyal and respect their employers. Employees between 30 and 40 years are
only loyal to themselves. Employees below 30 years only respect their careers and are loyal to
them. The personnel profile is rapidly changing too. The new generation of employees is well
educated and concentrates on personal value and even query the authority of the management.
They have a very complex behaviour, thus driving them to achieve organizational success which
is difficult for the managers. The stability of an organization is a major internal factor of change.

Failure to effectively manage change does lead to resistance to change. In most cases those that
resist change are those affected by the change. These could, therefore, include the employees or
even the consumers of a particular product or service. This situation arises out of human nature’s
tendency to prefer status quo. Resistance to change should not be taken negatively though. It is
from resistance to change that manager can learn. For instance, resistance can provide an
alternative view or even perhaps critique the yet to be implemented change, thereby leading to
fruitful workable amendments. For example, workers may have inherent feelings of inadequacy
which they may fear the new change would expose. Through fear of failure to perform under the
new change, they may develop a resistance to that change. Again, once people get used to a

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particular way of doing things, they tend to develop comfort zones which they may be unwilling
to vacate. So, when change is envisaged, many would prefer that the status quo remains. To an
extent, the way change is implemented or even conceptualized can lead to eventual resistance.
Most managers craft policies that may bring change without involving the various cadres that
will be affected by those changes.

We have also learned that Change requires to be supported by human and physical resources. If
an organization is making change but it does not have the adequate resources to support the
change then employees are likely to resist this change. Depending with the intended change, so
does the required resources vary. For example, a change to adopt information and technology in
a firm is better supported by an information and technology expert. The management is better
positioned to handle questions and solve fears that employees might be having. In case the
change initiator has some areas that the management is not sure about, then the management is
likely to create anxiety which results in resistance. Managers and leaders in an organization must
realize when to bow and beg for corporation from the employees and when they must use force.
In case of a change, management should try to remain as calm as possible failure to which it will
lead to repellence toward this change. Generally, human being likes to be involved in a decision
particularly if they are going to be affected. If the management ignores this belief, then the
change will be repelled.

The management of the organization were ill-advised regarding the correct way of developing
strategies that can lead to positive organisational transformation. They developed a solution
without properly consulting the stakeholders affected by the innovative strategy. They failed to
recognise that even if they had created a new way of doing things the employee union can easily
derail their plans. If they spent time to persuade the managers of the employee union and other
influential people linked to the organisation, then they would have a greater chance for success.
At the same time, they did not use all resources available for them and as a result they developed
a solution to a problem that was not acceptable to the workers.

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10.0 References:

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11. Miller, E. J. (2018). Open systems revisited: A proposition about development and change.
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6_17

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Content I remove from main body --- If you all feel relevant check where to fit
People are not willing to change, they are static; however, if well implemented then it can be a
smooth transition. Organizational culture has a great influence on how employees will embrace
change and also how managers communicate to their employees (Miller, 2018). Organizations
with a freelance kind of organizational culture have better communication among the staff and
with the outside environment. To initiate change in such institutions is easier than in
organizations where the management dominate in all decision-making procedures without
consultation of their juniors. In large organizations, there can be a division into various
departments with each expected to face a certain area. When change is occurring in an
organization, the way the management (who in most cases are the agents of change)
communicate the change they want implemented in an organization determines whether the
change will be embraced by employees or it will face resistance.

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